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Management Practices &
Organizational Behavior
Ms. Ashita Chadha
Meaning of Management
Management Manage men tactfully
Manage men and technology
Manage men as team
Defining Management
Working with and through individuals,
groups, and other resources to
accomplish organizational goals and
objectives.
Mary Parker Follet defines
management simply as “the art of
getting things done through people.”
DEFINING MANAGEMENT
INPUTS
OUTPUTS
MEN
END
RESULT
MONEY
MATERIALS
MACHINES
METHODS
MGT.PROCESS
GOALS
Definition of “Management”
By Griffin:
“A set of management functions directed at the
efficient and effective utilization of resources in the
pursuit of organization goals.”
Management is the process of getting
activities completed efficiently and
effectively with and through other people.
Efficiency and Effectiveness
By Koontz and Weihrich:
“Management is the process of designing and maintaining
an environment in which individuals working together in
groups, efficiently accomplish selected aims.”
Characteristics Of Management




Management is purposeful and goal oriented :-
Management aims to achieve economic and social
objectives.
Management is universal :- It is applicable in all types of
Organizations whether they are business, social, religious,
cultural or military.
Management is creative :- It means that Principle are
there in management but everyone has its own way of
application.
Management is influenced by external and
internal factors
•
•
•
•
Management is dynamic:- It has to be performed
continuously. It is constantly engaged in the growth of
the enterprise.
Integrating process:- Involves integration of different
functions techniques and practices through which a
manager coordinates the activities of the other people.
Management is creative :- It means that Principle
are there in management but everyone has its own way
of application.
Management is multidisciplinary: -Though
Management has developed as a separate Discipline but
Sociology, Psychology, Economics etc. disciplines
contribute ideas and concepts.
Management Levels
LEVELS OF MANAGEMENT
TOP LEVEL MANAGEMENT
• Appointed by the Board Of Directors they
consist of CEO, MD, ED, President
• They are the ultimate source of authority
& establish objectives & goals for the
enterprise.
• Prepare strategic plans & policies.
• Issue necessary instructions for the
preparation of departmental budgets and
procedures
• Appointment of executives
for middle –level
management.
• Controlling activities of all
departments with the help of
reports, memoranda
• Maintaining relations with
outside public
MIDDLE LEVEL MANAGEMENT
 It consists of Heads of functional
departments, Regional Manager, Plant
Manager.
 These are responsible to the top level
management for the functioning of their
departments, regions or plants.
 Execution of plans of the organization in
accordance with the policies and directives
of the top level management
 Making plans for the sub –units of the
organization
• Participation in employment &
training of lower –level management
• Attempt and achieve co-ordination
between different departments
• To evaluate the performance of
junior managers
• To send the progress reports and
other important data to the top level
management
LOWER LEVEL MANAGEMENT
 Also known as supervisory
management
 These include supervisors,
Manager, Section-in-charge,
Foreman, Accounts Officers,
Sales Officers etc.
 They are directly responsible for
the performance of employees
involved in their operations.
 To plan and organize the activities of their work-group
 To provide training to the workers
 To supervise and guide the subordinates
 They gather business intelligence and submit it to the middle
management
 To communicate workers’ problems to higher level
management
 To send periodical reports about performance to middle level
management.
 Deal with customers and resolve their issues and concerns
Objectives of Management
 Efficient use of resources
 Satisfaction of customers
 Adequate return of capital
 Good working conditions
 Maintaining good relations with
suppliers
 Satisfying work force
 Contribution to national goals
Importance of Management
Need for Management is for effective
a) utilization of resources.
b) Best performance in given Situation.
c) To achieve predetermined objectives.
d) To face competitive challenges.
e) To Understand the impact of change.
f) Co-ordinated Human Efforts
CONCEPTUAL
DECISION
MAKING
COMMUNICATION
SKILLS
SKILLS REQUIED BY MANAGERS
TECHNICAL
HUMAN SKILLS
POLITICAL
Three Management Skills: Robert Katz
CONCEPTUAL SKILLS
HUMAN SKILLS
Top level
Middle level
Supervisory
level/entry
level
TECHNICAL SKILLS
Managerial Roles: Henry Mintzberg
He has categorized roles into three groups :
1.
Interpersonal roles
2.
Informational roles
3.
Decisional roles
Interpersonal Roles
 Managers interaction with the people inside the
organization and meetings with outside stakeholders in
the business environment requires interpersonal roles. A
manager serves as a figurehead – a symbol; as a
leader, ie., hires, trains, encourages, fires, remunerates,
judges; and as a liaison between outside contacts and
the organizational.
Informational roles
Managers require to obtain and transmit information for
coordination of tasks, effective decision making and
accomplishing organizational goals.
 A manager serves as a monitor by gathering information;
 As a disseminator by providing information
 As a spokesperson by transmitting information to
outsiders about the organization
Decisional Roles
Mangers are required to take decisions according to the
responsibility assigned to them.
 A manager serves as an entrepreneur by being-An
initiator, innovator, problem discoverer and designer of
improvement projects.
 As a disturbance handler of unexpected situations
 As a resource allocator
 As a negotiator
ILLINOIS INSTITUTE OF TECHNOLOGY
Transforming Lives. Inventing the Future.
www.iit.edu
Key Managerial Roles
Informational
Interpersonal
Decisional
•Monitor
•Figurehead
•Entrepreneur
•Disseminator
•Leader
•Disturbance handler
•Spokesperson
•Liaison
•Resource allocator
Positions the
manager so as to
facilitate the
sending and
receiving of
information
Involves the
manager in
relationships with
other individuals
both inside and
outside the firm
•Negotiator
The manager uses the
available information
to make important
decisions
[Munsterberg]
SOURCE: Adapted from Van Fleet, David D., Contemporary Management, Second Edition, Houghton Mifflin 1991
8/2/2011
ITM 574
31
Functions of Management
Managers
Planning
activities to
achieve the
organization's
objectives
Organizing
resources and
activities to
achieve the
organization’s
objectives
Staffing
the
organization
with qualified
people
Directing
employees’
activities
toward
achievement
of objectives
Controlling
the
organization’s
activities
to keep it
on course
Functions of Management
 Planning : Management functions that involves the
process of defining goals, establishing strategies for
achieving those goals and developing plans to integrate
and coordinate activities.
 Organizing: Management function that involves the
process of determining what tasks are to be done, who is
to do them, how the tasks have to be grouped, who
reports to whom, and where decisions are to be made
thus designing the organization structure, assigning goals
and responsibilities, establishing hierarchy, reporting and
authority relationships.
 Leading : Management functions that involves motivating
subordinates, influencing individuals or teams as they work,
selecting the most effective communicating channels or
dealing with any with employee behavior issues
 Controlling : Management functions that involving
monitoring actual performance, compiling actual to
standard, and taking action if necessary
 Management process : The set of ongoing decisions and
work activities in which managers engage as they plan,
organize, lead and control.
How does a manager get work done?
 Allocate and co-ordinate work
 Delegate responsibility (giving details of what
needs to be done)
 Communication
 Co-operation and encouraging participation
 Motivation
What qualities does a manager need?
 Judgment
 Fairness
 Initiative
 Ambition
 Integrity
 Emotional stability
 Energy
 Co-operation
 Foresight
 Objectivity
 Decisiveness
 Human Relations skills
 Dependability
Qualities of a good manager
 Strength and willingness to work hard
 Perseverance and determination
 An understanding of the market place and finances
 Audacity and willingness to take risks
 Ability to inspire enthusiasm and co-operation
 Toughness